Dr. Barrett Rollins, Chief Scientific Officer of the Dana Farber Cancer Institute, attempts to engender cross-scientist collaboration by applying project management principles to medical research. The resulting innovation, Integrative Research Centers, are novel in this field and present a substantial challenge to the Institute's culture, which had previously allowed faculty scientists complete autonomy over their research. Center leaders are required to develop a business plan, adhere to agreed-upon performance metrics, and undergo regular progress reviews conducted by a peer-led oversight committee. The Center for Nanotechnology in Cancer, a new but crucial center in the program, has failed to meet almost all of its objectives in the first year. Furthermore, a heated dispute between two faculty members in the center has complicated matters significantly. Rollins is flummoxed by these problems because he thought he had provided resources and clear objectives to all of the centers. He must urgently diagnose the main reason(s) for the center's shortcomings and develop a plan of action so that this center's problems do not undermine the whole initiative toward greater scientific collaboration.

This paper argues that learning in cross-race interactions is critical for work teams to realize performance benefits from racial diversity but that diversity is a liability when society's negative stereotypes about racial minorities' competence inhibit such interactions. We analyze two years of data from 496 retail bank branches to investigate racial asymmetries in the dynamics of team learning and their impact on the link between diversity and bottom-line performance. As expected, minorities' negative assessments of their team's learning environment precipitate a negative relationship between diversity and performance, irrespective of white teammates' assessments; only when both groups view the team's learning environment as supportive-implying that the team has successfully countered the negative effects of societal stereotypes on cross-race learning-is the relationship positive. We conclude that acknowledging the impact of societal asymmetries between racial groups, especially in regard to learning, can reorient research about the link between identity-group-based diversity and performance.

This case continues the story of the evolution of GE's business initiatives Africa. Between November 2010 and March 2011 several significant structural changes and leadership appointments were announced at GE, which reflected the company's commitment to global growth in all its regions outside the U.S., including its business in sub-Saharan Africa. In November 2010, John Rice, vice chairman of GE and president and CEO of GE Technology Infrastructure, was named vice chairman of GE and president and CEO of Global Growth and Operations (GGO). In this new role, Rice was based in Hong Kong and in charge of GE's growth in regions outside the U.S. In March 2011, Jay Ireland, a 31-year GE veteran and corporate officer, was appointed president and CEO for GE Africa, effective April 15, reporting to Rice. Additionally, three senior executives were appointed to Ireland's team: Lazarus Angbazo was promoted from president and CEO, sub-Saharan Africa, to president and CEO, GE West, East & Central Africa and Africa commercial leader; Thomas Konditi, a native of Kenya, rejoined GE as CFO for Global Growth and Operations, GE Africa; and Tamla Oates-Forney was promoted from human resources leader for sub-Saharan Africa, GE Energy, to senior human resources manager, GE Africa. While many were optimistic about GE's future in Africa, several issues still needed to be considered.